摘 要
21 世纪后，社会飞速发展，医院所面临的内外环境也相应发生了巨大变化，
这就对医院管理提出了更高的要求。现代医院的运作管理已经愈来愈接近于企业
组织管理，不再仅仅局限于传统的医疗管理，更涵盖经营管理、质量控制管理、
财务管理、人力资源管理、危机管理等多个领域。
人力资源管理中的绩效管理，作为目前较为先进的全方位管理方式被许多企
业做接受，绩效管理通过对绩效的关注，实现了对与绩效密切相关的环节的有效
控制，组织的运作和管理更具有连贯性和科学性，通过将战略目标的逐层分解和
员工，部门绩效的有效整合，实现企业的战略目标。医疗机构尤其是非公立性医
疗机构开始采用企业化的管理模式，绩效管理可以和基层医院的管理情况相互结
合，促进基层医院完善各个方面的建设及各项诊疗工作和管理工作。组织通过绩
效管理实现现代科学管理方式从而增强企业的活力，适应新形势的发展要求，提
供更优质的医疗卫生及人性化的专业服务，进一步提高医疗服务质量和医院管理
效能，推动基层医院持续、健康、快速发展。
KLY 就是众多希望通过绩效改革来实现转型的医疗机构之一，然而，在实施
绩效管理之初，各环节出现的各种问题阻碍了绩效管理的进一步实施，同时背离
了绩效管理的初衷。基于此，本文对 KLY 的绩效管理体系存在的问题进行分析研
究，探索 KLY 在从老年护理医院转向老年病医院战略转型过程中的绩效管理问题，
并提出了相应的解决方案。文章在对KLY绩效体系进行优化的基础上，对未来KLY
的发展提出了建议，对老年医院和其他医疗机构提供了一定的借鉴意义。
关键词：KLY, 老年病, 绩效考核, 绩效管理
ABSTRACT
In 21st century, along with social progress, hospitals have faced great changes of
external and internal environment. They should improve their management. Operation
of hospitals is not easier than that of enterprises. Hospital management is no longer
limited to the traditional medical management, but also involved issues of management,
quality control management, financial management, human resource management and
crisis management.
Performance management, one of the important part of Human resource
management, was accepted by many companies as an advanced comprehensive
management idea. Performance management has successfully control the procedures
which closely related to performance. It made the operation and management of
organization more coherent and scientific.Performance management achieve
companies` strategic target by decomposing it layer by layer on staff, then integrating
performances of different sectors. Medical institutions, especially non-public medical
institutions began to use enterprise management method. Performance management can
take the hospital`s management situation into condition, help hospital deal with it
problem for all aspects, and improve its medical standards. Through performance
management, organization archived modern management so as to enhance the vitality of
enterprises, to adapt to the requirements of the new situation, to provide better health
care and humane professional services, and to further improve the quality of medical
services and hospital management efficiency, thus promoting hospitals` healthy and
rapid development.
KLY is one of the medical institutions who want to achieve the transformation by
performance reform. However, in the beginning of the implementation of performance
management, various aspects of problems hindered the further implementation of
performance management. Based on this analysis of the problems of the KLY
performance management system, this paper has explored the performance management
of KLY in its strategic transformation process from the elderly care hospitals to geriatric
hospitals, at last proposed appropriate solutions. this article has given some
suggestion for the performance management. The conclusion of this paper has provided
reference for the elderly care hospitals and other medical institution.
Keywords: KLY, geriatrics, performance appraisal, performance management